 |
Organizations that have moved to a partnership culture have always had to deal with managers who could not (or would not) change, and they have usually had to remove them from managerial positions.
|
432 |
 |
…management must convey its excitement for the partnership approach, but do so in a way that is informative and realistic. Conviction and credibility – not salesmanship – are the keys.
|
451 |
 |
…one can say that, often, it is management that kills or dampens enthusiasm!
|
11 |
 |
…based on false assumptions… [it] becomes a self-fulfilling prophecy: management that expects the worst from people typically gets it.
|
36 |
 |
…in management practice, little is foreordained. Much can be done if there is a will to do it.
|
38 |
 |
Perversely, many managers appear to… do their best to demotivate employees!
|
39 |
 |
…the essentials of human motivation have changed very little over time. If significant change is observed, it is not that workers’ goals have changed, but that management is acting differently…
|
64 |
 |
…management that encourages teamwork achieves higher performance because… teamwork elevates the ‘spirit’ – the motivation, the enthusiasm – of employees.
|
88 |
 |
The treatment employees give customers… largely depends on how an organization treats and manages its employees.
|
91 |
 |
…the principles of effective management practice – such as not treating workers as fungible objects – are relevant for good times and bad equally.
|
179 |
